Operations

Management
Chapter 15 –
JIT and Lean
Operations
PowerPoint presentation to accompany
Heizer/Render
Principles of Operations Management, 7e
Operations Management, 9e
© 2008 Prentice Hall, Inc. 15 – 1
 Learning Objectives
When you complete this chapter you
should be able to:

1. Define just-in-time, TPS (Toyota

Production System), and lean
operations
2. Define the seven wastes and the
5 Ss
3. Explain JIT partnerships
4. Determine optimal setup time
© 2008 Prentice Hall, Inc. 15 – 2
 Learning Objectives
When you complete this chapter you
should be able to:

5. Define kanban
6. Compute the required number of
kanbans
7. Explain the principles of the Toyota
Production System

© 2008 Prentice Hall, Inc. 15 – 3

 Toyota Motor Corporation
 Largest vehicle manufacturer in the
world with annual sales of over 9
million vehicles
 Success due to two techniques, JIT
and TPS
 Continual problem solving is central
to JIT
 Eliminating excess inventory makes
problems immediately evident

© 2008 Prentice Hall, Inc. 15 – 4

 Toyota Motor Corporation
 Central to TPS is a continuing effort
to produce products under ideal
conditions
 Respect for people is fundamental
 Small building but high levels of
production
 Subassemblies are transferred to the
assembly line on a JIT basis
 High quality and low assembly time
per vehicle
© 2008 Prentice Hall, Inc. 15 – 5
 Just-In-Time, TPS, and
Lean Operations
 JIT is a philosophy of continuous and
forced problem solving via a focus on
throughput and reduced inventory
 TPS emphasizes continuous
improvement, respect for people, and
standard work practices
 Lean production supplies the
customer with their exact wants when
the customer wants it without waste

© 2008 Prentice Hall, Inc. 15 – 6

 Just-In-Time, TPS, and
Lean Operations
 JIT emphasizes forced problem
solving
 TPS emphasizes employee
learning and empowerment in an
assembly-line environment
 Lean operations emphasize
understanding the customer

© 2008 Prentice Hall, Inc. 15 – 7

 Eliminate Waste
 Waste is anything that does not
add value from the customer point
of view
 Storage, inspection, delay, waiting
in queues, and defective products
do not add value and are 100%
waste

© 2008 Prentice Hall, Inc. 15 – 8

 Ohno’s Seven Wastes
 Overproduction
 Queues
 Transportation
 Inventory
 Motion
 Overprocessing
 Defective products
© 2008 Prentice Hall, Inc. 15 – 9
 Eliminate Waste
 Other resources such as energy,
water, and air are often wasted
 Efficient, ethical, and socially
responsible production minimizes
inputs, reduces waste
 Traditional “housekeeping” has
been expanded to the 5 Ss

© 2008 Prentice Hall, Inc. 15 – 10

 The 5 Ss
 Sort/segregate – when in doubt,
throw it out
 Simplify/straighten – methods
analysis tools
 Shine/sweep – clean daily
 Standardize – remove variations
from processes
 Sustain/self-discipline – review work
and recognize progress

© 2008 Prentice Hall, Inc. 15 – 11

 The 5 Ss
 Sort/segregate – when in doubt,
throw it out
 Simplify/straighten – methods
analysis tools Ss
Two additional
 Shine/sweep – clean
 Safety – build daily practices
in good
 Standardize – remove variations
 Support/maintenance – reduce
from processes
variability and unplanned
 Sustain/self-discipline
downtime – review work
and recognize progress

© 2008 Prentice Hall, Inc. 15 – 12

 Remove Variability
 JIT systems require managers to
reduce variability caused by both
internal and external factors
 Variability is any deviation from the
optimum process
 Inventory hides variability
 Less variability results in less
waste

© 2008 Prentice Hall, Inc. 15 – 13

 Sources of Variability
1. Incomplete or inaccurate drawings
or specifications
2. Poor production processes
resulting in incorrect quantities,
late, or non-conforming units
3. Unknown customer demands

© 2008 Prentice Hall, Inc. 15 – 14

 Sources of Variability
1. Incomplete or inaccurate drawings
or specifications
2. Poor production processes
resulting in incorrect quantities,
late, or non-conforming units
3. Unknown customer demands

© 2008 Prentice Hall, Inc. 15 – 15

 Improve Throughput

 The time it takes to move an

order from receipt to delivery
 The time between the arrival of
raw materials and the shipping of
the finished order is called
manufacturing cycle time
 A pull system increases
throughput

© 2008 Prentice Hall, Inc. 15 – 16

 Improve Throughput

 By pulling material in small lots,

inventory cushions are removed,
exposing problems and emphasizing
continual improvement
 Manufacturing cycle time is reduced
 Push systems dump orders on the
downstream stations regardless of
the need

© 2008 Prentice Hall, Inc. 15 – 17

 Just-In-Time (JIT)
• Powerful strategy for improving operations
• Materials arrive where they
are needed when they are
needed
• Identifying problems and
driving out waste reduces
costs and variability and
improves throughput
• Requires a meaningful
buyer-supplier relationship

© 2008 Prentice Hall, Inc. 15 – 18

 JIT and Competitive
Advantage

Figure 16.1
© 2008 Prentice Hall, Inc. 15 – 19
 JIT and Competitive
Advantage

Figure 16.1
© 2008 Prentice Hall, Inc. 15 – 20
 JIT Partnerships
 JIT partnerships exist when a
supplier and purchaser work
together to remove waste and drive
down costs
 Four goals of JIT partnerships are:
 Removal of unnecessary activities
 Removal of in-plant inventory
 Removal of in-transit inventory
 Improved quality and reliability
© 2008 Prentice Hall, Inc. 15 – 21
 JIT Partnerships

Figure 16.2
© 2008 Prentice Hall, Inc. 15 – 22
 Concerns of Suppliers
 Diversification – ties to only one customer
increases risk
 Scheduling – don’t believe customers can
create a smooth schedule
 Changes – short lead times mean
engineering or specification changes can
create problems
 Quality – limited by capital budgets,
processes, or technology
 Lot sizes – small lot sizes may transfer
costs to suppliers
© 2008 Prentice Hall, Inc. 15 – 23
 JIT Layout
Reduce waste due to movement
JIT Layout Tactics
Build work cells for families of products
Include a large number operations in a small area
Minimize distance
Design little space for inventory
Improve employee communication
Use poka-yoke devices
Build flexible or movable equipment
Cross-train workers to add flexibility
Table 16.1

© 2008 Prentice Hall, Inc. 15 – 24

 Distance Reduction
 Large lots and long production
lines with single-purpose
machinery are being replaced by
smaller flexible cells
 Often U-shaped for shorter paths
and improved communication
 Often using group technology
concepts

© 2008 Prentice Hall, Inc. 15 – 25

 Increased Flexibility

 Cells designed to be rearranged

as volume or designs change
 Applicable in office environments
as well as production settings
 Facilitates both product and
process improvement

© 2008 Prentice Hall, Inc. 15 – 26

 Impact on Employees
 Employees are cross trained
for flexibility and efficiency
 Improved communications
facilitate the passing on of
important information about the
process
 With little or no inventory
buffer, getting it right the first
time is critical
© 2008 Prentice Hall, Inc. 15 – 27
 Reduced Space and
Inventory

 With reduced space, inventory

must be in very small lots
 Units are always moving because
there is no storage

© 2008 Prentice Hall, Inc. 15 – 28

 Inventory
Inventory is at the minimum level
necessary to keep operations running
JIT Inventory Tactics
Use a pull system to move inventory
Reduce lot sizes
Develop just-in-time delivery systems with suppliers
Deliver directly to point of use
Perform to schedule
Reduce setup time
Use group technology
Table 16.2
© 2008 Prentice Hall, Inc. 15 – 29
 Reduce Lot Sizes
Q1 When average order size = 200
average inventory is 100
200 –
Inventory

Q2 When average order size = 100

average inventory is 50
100 –

Time

Figure 16.4
© 2008 Prentice Hall, Inc. 15 – 30
 Reduce Lot Sizes
 Ideal situation is to have lot sizes
of one pulled from one process to
the next
 Often not feasible
 Can use EOQ analysis to calculate
desired setup time
 Two key changes necessary
 Improve material handling
 Reduce setup time
© 2008 Prentice Hall, Inc. 15 – 31
 Reduce Setup Costs

 High setup costs encourage large

lot sizes
 Reducing setup costs reduces lot
size and reduces average
inventory
 Setup time can be reduced through
preparation prior to shutdown and
changeover

© 2008 Prentice Hall, Inc. 15 – 32

 Reduce Setup Times
Initial Setup Time 90 min —

Separate setup into preparation and actual

setup, doing as much as possible while the
Step 1 machine/process is operating
(save 30 minutes)

60 min —
Move material closer and
Step 2 improve material handling
(save 20 minutes)
45 min —
Standardize and
Step 3 improve tooling
(save 15 minutes)
25 min —
Use one-touch system to eliminate
Step 4
adjustments (save 10 minutes)
15 min —
Training operators and standardizing 13 min —
Step 5 work procedures (save 2 minutes)
Figure 16.6 Step 6 Repeat cycle until subminute —
setup is achieved
© 2008 Prentice Hall, Inc. 15 – 33
 JIT Scheduling
 Schedules must be communicated
inside and outside the organization
 Level schedules
 Process frequent small batches
 Freezing the schedule helps
stability
 Kanban
 Signals used in a pull system

© 2008 Prentice Hall, Inc. 15 – 34

 JIT Scheduling
Better scheduling improves performance
JIT Scheduling Tactics Table 16.3

Communicate schedules to suppliers

Make level schedules
Freeze part of the schedule
Perform to schedule
Seek one-piece-make and one-piece move
Eliminate waste
Produce in small lots
Use kanbans
Make each operation produce a perfect part
© 2008 Prentice Hall, Inc. 15 – 35
 Level Schedules

 Process frequent small batches

rather than a few large batches
 Make and move small lots so the
level schedule is economical
 “Jelly bean” scheduling
 Freezing the schedule closest to the
due dates can improve performance

© 2008 Prentice Hall, Inc. 15 – 36

 Scheduling Small Lots
JIT Level Material-Use Approach
A A B B B C A A B B B C

Large-Lot Approach
A A A A A A B B B B B B B B B C C C

Time
Figure 16.7
© 2008 Prentice Hall, Inc. 15 – 37
 Kanban
 Kanban is the Japanese word for card
 The card is an authorization for the next
container of material to be produced
 A sequence of kanbans
pulls material through
the process
 Many different sorts of
signals are used, but
the system is still called
a kanban
© 2008 Prentice Hall, Inc. 15 – 38
 Kanban
1. User removes a
standard sized
container
2. Signal is seen by
the producing
department as
authorization to
replenish
Signal marker
on boxes

Figure 16.8 Part numbers

mark location
© 2008 Prentice Hall, Inc. 15 – 39
 Kanban

Kanban Finished Customer

goods order
Work
cell
Ship

Raw Kanban Final Kanban

Material assembly
Supplier
Kanban Kanban
Sub-
Purchased assembly
Parts Kanban
Supplier

Figure 16.9

© 2008 Prentice Hall, Inc. 15 – 40

 More Kanban
 When the producer and user are not in
visual contact, a card can be used
 When the producer and user are in visual
contact, a light or flag or empty spot on
the floor may be adequate
 Since several
components may
be required,
several different
kanban techniques
may be employed
© 2008 Prentice Hall, Inc. 15 – 41
 More Kanban
 Usually each card controls a specific
quantity or parts
 Multiple card systems may be used if
there are several components or
different lot sizes
 In an MRP system, the schedule can
be thought of as a build authorization
and the kanban a type of pull system
that initiates actual production

© 2008 Prentice Hall, Inc. 15 – 42

 More Kanban

 Kanban cards provide a direct control

and limit on the amount of work-in-
process between cells
 If there is an immediate storage area, a
two-card system can be used with one
card circulating between the user and
storage area and the other between the
storage area and the producer

© 2008 Prentice Hall, Inc. 15 – 43

 Advantages of Kanban

 Allow only limited amount of faulty or

delayed material
 Problems are immediately evident
 Puts downward pressure on bad
aspects of inventory
 Standardized containers reduce
weight, disposal costs, wasted space,
and labor

© 2008 Prentice Hall, Inc. 15 – 44

 Quality
 Strong relationship
 JIT cuts the cost of obtaining good
quality because JIT exposes poor
quality
 Because lead times are shorter,
quality problems are exposed sooner
 Better quality means fewer buffers
and allows simpler JIT systems to be
used

© 2008 Prentice Hall, Inc. 15 – 45

 JIT Quality Tactics

Use statistical process control

Empower employees
Build fail-safe methods (poka-
yoke, checklists, etc.)
Expose poor quality with small
lot JIT
Provide immediate feedback
Table 16.4
© 2008 Prentice Hall, Inc. 15 – 46
 Toyota Production System
 Continuous improvement
 Build an organizational culture and value
system that stresses improvement of all
processes
 Part of everyone’s job
 Respect for people
 People are treated as
knowledge workers
 Engage mental and
physical capabilities
 Empower employees
© 2008 Prentice Hall, Inc. 15 – 47
 Toyota Production System
 Standard work practice
 Work shall be completely specified as to
content, sequence, timing, and outcome
 Internal and external customer-supplier
connection are direct
 Product and service flows must be simple
and direct
 Any improvement must be made in
accordance with the scientific method at the
lowest possible level of the organization

© 2008 Prentice Hall, Inc. 15 – 48

 Lean Operations

 Different from JIT in that it is

externally focused on the customer
 Starts with understanding what the
customer wants
 Optimize the entire process from
the customer’s perspective

© 2008 Prentice Hall, Inc. 15 – 49

 Building a Lean Organization

 Transitioning to a lean system can

be difficult
 Lean systems tend to have the
following attributes
 Use JIT techniques
 Build systems that help employees
produce perfect parts
 Reduce space requirements

© 2008 Prentice Hall, Inc. 15 – 50

 Building a Lean Organization

 Develop partnerships with

suppliers
 Educate suppliers
 Eliminate all but value-added
activities
 Develop employees
 Make jobs challenging
 Build worker flexibility

© 2008 Prentice Hall, Inc. 15 – 51

 Exercise for review in the
next session
• Please read the case entitled “JIT
after the fire” (pages 628 and 629 in
Chapter 15 of Heizer and Render’s
Operations Management book) and
discuss in your groups the three
‘discussion questions’.

© 2008 Prentice Hall, Inc. 15 – 52